Vol 11, No 2

Table of Contents


The Role of Managers’ Workplace Spirituality in Kenyan Banks: A Case Study PDF
Fred Areba

Purpose: The purpose of this qualitative single case study was to explore the role of managers’ workplace spirituality in mitigating fraud and unethical behavior in the Kenyan banks.

Design/Methodology/Approach: Data sources for this qualitative single case study involved an online questionnaire for 19 participants, 15 interviews with six senior level managers, seven middle level managers, and two subordinate staff members. The study used a convenience sampling to select current and former employees of the Kenyan banks and employed inductive thematic analysis to analyze the collected data. The third source of data was one focus group comprised of three senior level managers and three middle level managers.

Findings: Three common themes were identified and indicated that: managers’ workplace spirituality plays an important role in mitigating fraud and unethical behavior in the Kenyan banks, and managers’ workplace spirituality has promoted good ethics in the Kenyan banks. The finding from this research study shows that managers’ workplace spirituality is essential in mitigating fraud and unethical behavior in the Kenyan banks.

Practical Implications: Hiring and promoting individuals who display spirituality outside work as defined by the participants in this work may increase organizational ethical behavior through corporate culture.

Originality/Value: The significance of this work can be broadly summarized that organizational leaders in banks should align their mission, operation, and practices with workplace spirituality as defined in this study if their goal is to maintain high business ethics and avoid corporate scandals.

A Study on HRM Practices and Its Impact on Organizational Performance in Private Sector Banks in Kashmir District PDF
Rafia Gulzar
This article enlightened to explore and compare human resource management practices and their impact on organizational performance in Indian Private Sector Banks( HDFC and JKB). From 1960s, the banking industry gave a boost to the Indian economy. The results of many debates have ensured that banks can be the good source of employment in India and the banking sector emerged as a large service sector to enhance the economy of India. Considering the employees as an asset in service industry especially in banks the role of human resource management is very important. Research suggests that service quality has been increasingly recognized as an important factor that is responsible for the good performance of any organization. Impact of human resource management practices on organizational performance has been studied extensively in Multinational companies, education sector and manufacturing sector. However only a few research has been conducted in private banking industry. Even these researchers have not compared human resource management practices Private Sector banks in Jammu and Kashmir. The research was based on self-administered questionnaire survey of total 384 employees. It consists of 24 managers, 266 subordinates from JKB, 8 managers, and 86 subordinates from HDFC bank. The main HRM practices studied were General climate, OCTAPACE culture, Selection, job definition, career planning, training, performance appraisal and compensation. The data were analyzed statistically and finding revealed that HRM practices have huge impact on the organizational performance in banking sector. At the end, research also depicted some limitation as well as future research directions.

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